This guide highlights 10 key findings from CareerBuilder’s 2015 Health Care Work Force Study related to the areas of satisfaction, training, the job search, mobile optimization, referrals and retirement. It also reveals the implications for your organization and opportunities to readjust your recruitment and retention strategies to better meet the needs of today’s health care employees — while staying ahead of the competition.

1. TOP 10TOP 10TOP 10
FINDINGS FROM THE 2015 HEALTH CARE WORKFORCE STUDY

2. The competition for high-quality health care talent is at an all-time high, and HR
professionals in the health care industry have had to fight hard—often with limited
resources—to find and recruit new workers to their organization. Yet, what happens once
the candidate becomes the employee? What impact does their experience—both during
the job search process and while they’re employed—have on not only their tenure, but on
how other candidates perceive the organization, and even on patient care?
CareerBuilder’s 2015 Health Care Work Force Study explores the factors leading to
workplace satisfaction and the effect of a negative candidate and employee experience.
The study, published by CareerBuilder and Inavero, is based on responses from 745
employees from across all segments of the health care industry.
This guide highlights 10 key findings from the report related to the areas of satisfaction,
training, the job search, mobile optimization, referrals and retirement. It also reveals the
implications for your organization and opportunities to readjust your recruitment and
retention strategies to better meet the needs of today’s health care employees—while
staying ahead of the competition.
2

3. SATISFACTIONSATISFACTION

4. 1
A little feedback goes a long way. Employees who receive more frequent feedback from their
managers tend to be more satisfied.
Employees want to be recognized for their hard work. Schedules are tight, but taking just a few
minutes to provide regular, ongoing feedback to your employees is a small way to make a big
difference in employee morale.
4
70%
35%
0%
Daily/Weekly Monthly/Quarterly Yearly or Less
Unit/Department Organization
% Most Satisfied (9’s and 10’s) by Frequency of Feedback from Manager
39%
39% 36%
19%
39%
21%

5. 2
A bad experience can impact your talent pipeline. Of the third of employees who have had a
negative experience when applying or interviewing for a position, the vast majority said the
experience made them less likely to recommend the organization.
That is why more focus needs to be placed on responsiveness and transparency throughout the hiring
process to ensure that even candidates who don’t get hired still walk away with positive sentiment
toward your organization.
33% of Health Care Employees
had a Negative Experience when
Applying or Interviewing
88%
12%
Negative Experience’s Impact on
Likelihood to Recommend
33%
5
Less likely to recommend No impact

6. 3
Internal employees can be an important source of patient referrals. While the majority of employees
say they’ve personally received care at their employer, only half of those who haven’t would choose to
receive care if needed. What’s more, just 2 in 5 employees have referred someone to receive care at
their employer in the past six months.
Your employees are a trusted, qualified source when it comes to their opinion on receiving care at
your organization. By better understanding what’s keeping employees from choosing your
organization for care, you’ll help to improve your employees’ perceptions of your organization, and
ultimately the perceptions of prospective patients.
Personally Received Care
at Health Care Employer
48%
Would Choose to Receive
Care at Employer if Needed
65%
35%
52%
Yes No Yes No
2 in 5 Referred Someone to
Receive Care at their Employer in
the Past 6 Months
6

7. TRAININGTRAININGTRAINING

8. 4
Investing in your employees pays off. Employees who receive onboarding and ongoing training are
much more satisfied with their employer and have a higher likelihood of recommending the organization.
By offering training opportunities—both at the start of their employment and throughout their tenure
—your employees will be much more invested in your organization’s success and less likely to leave for
another opportunity.
10% 27% 42% 21% 9% 30% 47% 13%
50%
25%
0
60%
30%
0
Training During Onboarding
Training Received Training Received
Ongoing Training
VeryLikelytoRecommend
VeryLikelytoRecommend
None Little Some Extensive
8
23%
21% 22%
38%
57%
27% 35%
49%

9. JOB SEARCHJOB SEARCHJOB SEARCH

10. 5
A strong employer brand can speak volumes. Key drivers for a job change besides a higher base
salary are better work-life balance, more flexible schedules and improved benefits.
Employees are looking for more than just a salary bump—they want an organization that fits their
needs both professionally and personally. Tout any benefits that make your organization stand out,
and your career site should have a defined employer brand that directly speaks to what the
candidates are seeking.
0 5 10 15 20 25 30 35
Higher base salary
Work-life balance
Better schedule/flexibility
Improved benefits
Better skills growth potential
Better advancement opportunities
Found a position I like better
Improved quality of life
Company culture
Issues with my manager/supervisor
35%
27%
26%
23%
22%
20%
19%
17%
16%
14%
10

11. 6
Word of mouth matters. Health care workers are nearly twice as likely to rely on their personal and
professional networks to find a job compared to the next most frequently used resource.
When it comes to their careers, candidates look to their peers for advice, opinions and
recommendations. Your employees can be your most powerful ambassadors—or your strongest
opponents; that’s why any measures you can take to increase satisfaction can go a long way toward
strengthening your employer brand.
Personal or
Professional Network
Nearly 2x more than
next most mentioned
Health Care
Organization Website
45% 25%
11

12. 7
It comes down to timing. Slightly more than half of respondents believe the application and interview
process is either too long or too short.
By utilizing recruitment technology that streamlines the pre-hire process, you can shorten time-to-hire
while gaining more time to interact with candidates in person.
APPLICATION PROCESS
(Average Length: 3.6 weeks)
INTERVIEW PROCESS
(Average Length: 3.1 weeks)
0
10
20
30
40
50
Too Long About Right Too Short
Process Length has Positive
Impact on Perception of
Organization.
Process Length has Positive
Impact on Perception of
Organization.
48%
0
10
20
30
40
50
25%
49%
26%
26%
46%
27%
12
39%

13. MOBILE OPTIMIZATIONMOBILE OPTIMIZATIONMOBILE OPTIMIZATION

14. 8
Mobile optimization makes a difference. Many health care providers’ websites are still not mobile
optimized, and that can impact candidates’ and employees’ perceptions of the organization. Half of
employees elieve that a site that is not mobile optimized makes the organization seem like they are
behind the times.
A more mobile-friendly career site better aligns with the lifestyles of today’s workers, so making it
easy for candidates to interact with your organization on the go can mean more applications and a
better talent pool from which to draw.
14
Most Recent Healthcare Provider’s
Site was Mobile Optimized
57%
43%
Yes
No
Easy Difficult
Ease of Navigating Health Care
Provider’s Mobile Site
Behind the times Poor Understanding
of Technology
Perception of Health Care
Provider with Non-Mobile Website
75% 28%
84% 16%

15. REFERRALSREFERRALSREFERRALS

16. 9
Employees need a reason to refer. A majority of organizations do not offer incentives for referring
qualified candidates.
Considering that health care workers rely so heavily on their networks to find a job, incentivizing your
employees for bringing in potential talent can mean less money spent actively seeking candidates.
Organization Offers Incentive
for Referring Candidates
63%
37%
Type of Incentive Offered
Monetary
Gift Cards
Time off 6%
10%
83%
0 20 40 60 80 100
16
Yes No

17. RETIREMENTRETIREMENTRETIREMENT

18. 10
Retirement doesn’t mean the end. Nearly 2 in 5 health care employees over 55 plan on retiring in
the next five years, and 3 in 5 of those plan on switching to a contractor or temporary role.
The aging workforce should be a consideration when determining your future staffing needs. That
includes the potential to rehire former employees on a more flexible schedule, allowing them to
share their wealth of experience with the younger generation of workers.
Employees Over 55 Plan on Retiring
in the Next Five Years
Working as a Contract / Temp Post Retirement
62%
38%
0 10 20 30 40 50 60
Plan to become one
Have not considered it
Decided aginst it
60%
27%
13%
18
Yes No

19. CAREERBUILDER RESEARCH CONTACT:
Dana Naquin
Corporate Marketing Manager
CareerBuilder
773.353.2640
dana.naquin@careerbuilder.com

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